ABSTRACT
This chapter explores the governance structures, the systems of social organisation that emerged to co-ordinate the strategic informational alliances among the broad-based set of expertise. Communities of practice help shape how people define their interests and identities. Like 'markets', the governing structures became 'self-producing social structures among specific cliques of firms and other actors who evolve roles from observation of each other's behaviour'. The self-referencing found in the technology and economic assessment panel (TEAP) overall varied significantly by sector of employment. It also varies by the number of rounds of review served under the Montreal Protocol. Social embeddedness provides the foundation for the use of social to co-ordinate the information exchange so central to the TEAP's success. For social mechanisms to govern the activities of the TEAP most effectively the members must have both structural and relational embeddedness— that is, they must have connections and a personal or professional stake in the connections they make.
